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Organizations are dynamic, challenging environments that offer many opportunities for researchers and practitioners. Understanding the multidisciplinary nature of organization research and theory development allows for the effective use of valuable knowledge by both researchers and practitioners. The workforce at an organization is the single most valuable resource and challenge for the organization. Understanding the relationship between the organization's design, functionality, and purpose allows for a better understanding of how the people of the organization will facilitate the achievement of the goals of the organization. The goals of a public and private organization may be similar. However, the fundamental purpose (non-profit vs. profit) is different, and the tailored goals to accomplish the essential function of the organization opposite.

Research associated with organization theory is an integral part of understanding the complexities of organizations. Researchers and practitioners learn from the literature produced about relevant topics and drive further knowledge development. It is a cycle of inquiry that is necessary for the ongoing questioning and understanding of organizational dynamics. A practitioner learns about a new concept or approach to facilitating change within an organization allowing for an improvement in the delivery and achievement of goals. Researchers use organizations to look for new insight or the testing of a research question to determine if an approach is practical. It is important to remember that research is not distinct from the real world. An artificial barrier cannot separate theory and practice; they are connected the same way researchers and practitioners are connected. Each relies upon the other for form and substance within a changing environment.

The transformation of an organization may take different approaches. The influence of stakeholders, human resource assets, and the culture of the organization are critical elements that affect any change event. The stakeholders influence the organization internally and externally. The more interrelated and interdependent an organization becomes, the longer the list of people that can influence change. HR is perhaps the single most potent department in an organization; it represents the employees, and the employees drive the organization. The culture permeates the organization like air in a room. The organization is identified according to the culture, but the organization and culture are intertwined as developing entities; it is like the chicken and the egg scenario.

The strategies of strategic, incremental, reactive, and anticipatory were viewed through the management system used in the ASIS ORM.l- 2017. The ASIS ORM.1-2017 uses a robust framework to achieve the goals of developing, implementing, and monitoring the transformative change initiative. The transformational goal of enhancing the organizational resilience relies on the strategies discussed herein; the strategies are part of the management system and the fundamental philosophy of organizational resilience. All change initiatives face the potential of resistance; however, there are ways to address the problems, such as communication inhibitors, fear associated with change, and a lack of support from senior management (Gilley, Gilley, & McMillan, 2009).

Key points of interests are the need to include all members of the organization, gain and maintain the active support of senior management, gain the full and active involvement of the organizational culture to achieve the goals, and seek to include cyclical, iterative change processes to maintain control of the quality of the change. A change initiative involves the acknowledgment of the complexities of the organization, and those complexities should be part of the change so that they are not forgotten or poorly addressed.

The change capacity of an organization relates to the ability to perform additional work and provide additional resources for change initiatives. Leaders and managers must understand the importance of change capacity. New change initiatives are likely to fail if the organization lacks enough capacity to support the work. Leaders that seek transformative change to remain competitive in the marketplace must plan for the capacity to change; it is a matter of resources such as time, people, money, physical and intellectual assets, and mental energy. People get tired of working on high profile, time-intensive, and demanding projects. Rotating people is an excellent way to allow for recuperation and provide opportunities for other team members to learn new skills.


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1. Implementing Security Measures

Joe is a security manager in a midsized paper company. He is new to his position; the position is new to the company following an active shooter incident at an adjacent facility. Joe wants to enhance the security of the paper company building and grounds. He has several solid ideas such as electronic access control, surveillance video for the building and the grounds, and photo ID badges tied to the access control system. The security measures are significant change initiatives for the company. How should Joe begin developing his change management approach?

2. Employee Safety and Change Management

Barbara is a senior leader at 123 Corporation, tasked with resolving poor employee attitudes surrounding the performance of a new production project. The previous project manager did not connect with the employees - she was heavy-handed and failed to relate to the employees. There has been an increase in accidents associated with employee concerns. What do you think Barbara should do to address the problems?

Part 3


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